Selection of Strategic Alliance Partners:The Communications Industry in the Digital Convergence Era

• Main Authors: Chien, Wan-Li, 簡琬莉
• Other Authors: Lin, Grace TR
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/93528850703898810468

碩士 === 國立交通大學 === 管理學院科技管理學程 === 99 === In the Digital Convergence Era, Internet infrastructure is mature, as it makes telecom and cable operators capable of providing multiple services that are included in one bill. It not only makes life much more convenient, but it also re-arranges existing industrial structures and business models. New types of services and heterogeneous network integration permit network equipment providers, operators, application services providers, and software vendors to re-integrate resources to build a new value chain that meets the consumers’ needs. This service-oriented, rather than a technology-driven value chain restructuring establishes an alliance between telecom operators, advances cross-industry cooperation and develops already existing partnerships to generate multiple patterns of cooperation. This thesis takes the communications industry as its research subject, an in-depth study of alliance cases of value chain members, such as telecom operators, key chipset providers, and major networking device providers, combined with in-depth interviews with experts to identify guidelines for selection of potential strategic alliance partners for networking device providers. The results of this study are summarized as follows: 1. The strategic alliance between telecom operators and device providers: emphasis is placed on cooperation and cultural dimensions: Although carriers and device providers have different missions and goals on mature products, telecom operators continue to subsidize terminals that no longer require deep cooperation. However, for new business development, it can still expand through these preexisting alliances to add new leading partners, to bring value-added services through software innovations within existing hardware platforms, which will provide high-integration capabilities for both hardware and software, thus creating new opportunities involving leading technologies and services. 2. The strategic alliance between device providers and other network equipment providers concerns an emphasis on risk assessment and risk sharing dimensions: With the transformation of the communications industry, use of equity strategic alliances and technology strategic alliances develops as two-armed cooperation approaches. It deepens the relationship on joint development of complementary product lines, in order to complete product portfolios and achieve economy of scale of the strategic alliance objectives. 3. In the strategic alliance cross-industry, complementary capabilities are stressed as part of a strategic alliance dimension: Selecting representative industry leaders that understand the unique know-how of this industry and its customers’ needs, combined with community power and cloud computing applications will provide highly integrated applications for specific applications in this industry, while aggressively contributing to the development of industry communications standards, to explore the opportunities held in this new, blue ocean. 4. Better use of Government sponsors and related alliances, as a new field entry, extending the core capabilities of communications expertise to participate in SIG (Special Interest Group) operations with industrial leaders, to use this alliance power for the chance of business negotiation equity, then building a value chain of new areas through real practices.